As organisations navigate ongoing change, rising expectations and new ways of working, creating workplaces where people can truly thrive has never been more important. While AI becomes more embedded in the workplace, leaders also face a new challenge of managing humans and robots’ side by side, while ensuring the human needs that drive wellbeing, trust and performance are not lost.Drawing on Gallup’s latest State of the Global Workplace research, this keynote will explore the state of employee wellbeing and what the data tells us about how people are experiencing work today. It will examine the connection between thriving, engagement, leadership and performance, and why the role of managers is increasingly critical to creating healthier, more resilient workplaces.The session will challenge organisations to think beyond traditional wellbeing initiatives and consider the everyday workplace experiences that shape how people feel, perform and thrive. Attendees will leave with practical insights into what leaders can do to create the conditions for better wellbeing, stronger engagement and sustainable performance.

Attendees will take their pick from our expert led sessions:

Most employers are waiting for menopause legislation before they act. In Australia, a duty is already in place, and very few organisations have looked at it. This is a working session, not a lecture. We will cover what is actually happening in the body during perimenopause, why it shows up at work as absence, brain fog, short fuses and capable women quietly stepping back from roles they are ready for, and where all of that already sits inside your existing work health and safety obligations. You will leave with the outline of a menopause policy drafted in the room, a clear view of what a manager can and cannot say when someone discloses, and an honest read on which of the widely quoted menopause statistics hold up and which do not.

Most managers were promoted because they were good at their job, not because anyone taught them how to lead people. The result shows up in your engagement, your burnout levels and your resignations.In this session, Lauren and Jason Marshall draw on their experience working with over 1700 leaders nationwide and on what the research says about the role middle managers play in shaping culture. They break down the 3 highest leverage behaviours any manager can learn.You’ll leave with a clear view of where your leadership gap sits and specific actions to take back to your team.

This session makes the case that burnout and disengagement are not personal failures. They are the predictable outcome of systems organisations built without knowing it. And the solution isn't better boundaries or more resilience workshops. It's leaders willing to look honestly at what they have created.

How do you deliver wellbeing that truly works across hybrid, multi-generational and neurodiverse workforces? What does inclusivity mean for women’s wellbeing in the workplace? What means are available to better accommodate those with disabilities at organizations today? What can employers do to ensure true inclusion combines belongingness and the valuing of individual uniqueness? What should be done about culture from the perspective of inter-generational workers? How can organizations create non-discriminatory work processes and policies? How do communities in organizations help create a culture of inclusion and thriving together?

What if some of our most trusted approaches to learning aren't helping people's wellbeing at all? This session shares surprising findings, real stories and a few confessions from a learning professional who has been both part of the problem and solution to building learning that helps people thrive in complex environments.

Creating the Conditions for Teams to Deliver Trusted, Responsive and Customer-Focused Service